Intellectual capital (IC) and knowledge sharing (KS) are key elements for fostering firm value, especially in knowledge-intensive firms. Management Control Systems (MCSs) have been recognized as key knowledge integrators. Recently, this assumption has been called into question as there may exist negative and destructive effects in both IC and KS fostered by a misuse of MCSs. Through a case study of 'Engineering Ltd.", this paper examines the 'dark side' issues associated by improperly implementing knowledge sharing and by imposing rules and constraints on behavior. The subject of our study, “Engineering Ltd.” , is a consultancy company with 10,000 employees. The case study is used to scrutinize the major risks of knowledge sharing and to introduce possible solutions.
